STEP CHANGE FOR SAFETY - GLOBAL SHARING

A SHELL MARINE CONTRACTORS SAFETY INITIATIVE

MONTHLY SAFETY BULLETIN - OCT 2013

MONTHLY SAFETY BULLETIN
SPECIAL FOCUS - SHIP ACCESS AND LADDERS
OCTOBER 2013

SPECIAL FOCUS - PILOT LADDERS

MONTHLY SAFETY NEWSLETTER - NOVEMBER 2013

SPECIAL FOCUS - DARE TO DARE

SUBMISSIONS BY CATEGORY
0 ACCIDENTS INCIDENTS NEAR MISSES BEST PRACTICE TOTAL

1 SLIPS, TRIPS & FALLS & INJURIES 31 15 5 1 52

2 THIRD PARTY CONTRACTORS ETC 1 1 8 0 10

3 ENGINE / MACHINERY PROBLEMS 0 7 1 0 8

4 POLLUTION / ENVIRONMENT 3 10 5 1 19

5 COMMUNICATION, GENERAL SAFETY 2 2 14 4 22

6 HIGH RISK (FIRE, EXPLOSION, L.BOATS) 2 6 6 1 15

7 ALLISON, COLLISION, GROUNDING, CONTACT 4 5 1 0 10

8 NAVIGATION / MOORINGS 15 18 19 8 60

9 GANGWAY / PILOTS / SAFE ACCESS 3 3 8 3 17

10 ELECTRICAL HAZARDS 0 2 1 1 4

61 69 68 19 217
70

60

50

40

30 BEST PRACTICE

NEAR MISSES
20
INCIDENTS
10
ACCIDENTS
0

80
ELECTRICAL HAZARDS
70
GANGWAY / PILOTS / SAFE ACCESS

60 NAVIGATION / MOORINGS

50 ALLISON, COLLISION, GROUNDING, CONTACT

40
HIGH RISK (FIRE, EXPLOSION, L.BOATS)

COMMUNICATION, GENERAL SAFETY

30

POLLUTION / ENVIRONMENT
20
ENGINE / MACHINERY PROBLEMS
10
THIRD PARTY CONTRACTORS ETC
0
ACCIDENTS INCIDENTS NEAR MISSES BEST PRACTICE
SLIPS, TRIPS & FALLS & INJURIES

ELECTRICAL HAZARDS, NUMBER OF SUBMISSIONS BY CATEGORY

4
GANGWAY / PILOTS /
SAFE ACCESS, 17 THIRD PARTY
CONTRACTORS ETC, 10
SLIPS, TRIPS &
FALLS & INJURIES, ENGINE / MACHINERY
52 PROBLEMS, 8
NAVIGATION /
MOORINGS, 60 POLLUTION /
ENVIRONMENT, 19

ALLISON, COLLISION,
GROUNDING, COMMUNICATION,
CONTACT, 10 GENERAL SAFETY, 22

HIGH RISK (FIRE,

EXPLOSION, L.BOATS),
15
 GLOBAL SHARING – WHAT OUR PARTICIPANTS HAVE TO SAY

Dear Sachdeva,

We believe that the monthly safety newsletter is a very strong tool for promotion of a stronger safety
culture among our crews.
All the published newsletters are forwarded to the fleet vessels with the instruction to be presented
and thoroughly discussed during the next Safety Committee Meeting for information and actions to
be taken in order to avoid same issues on board the vessels.
Also we have already made our first submission yesterday and we will keep sharing our near misses,
incidents etc.
I am at your disposal for any additional information/clarification.

Best regards
Capt. Stylianos V. Dafermos
DPA / HSQE & Vetting Manager / Training Officer
AVIN INTERNATIONAL S.A.
Tel. direct: +30 210 8093017 / Fax: +30 2108093292
Mobile: +30 6937015109 / E-mail: [email protected]

31 October 2013 A Shell Marine Contractors Safety Initiative Page |7

INSIDE THIS ISSUE - NOVEMBER 2013

PARTICIPATION STATISTICS - END OCTOBER 2013 ...........02

MONTHLY SAFETY BULLETIN NOV 2013...................04 to 11

LIST OR PARTICIPANTS..................................................12 to 15

BEHAVIOUR BASED SAFETY / STOP CARD SURVEY.....16-17

 Page 1 GLOBAL SHARING – NOVEMBER 2013

Volume 1, Issue 11
1st November 2013

GLOBAL SHARING
A SHELL MARINE CONTRACTORS SAFETY INITIATIVE

NOVEMBER 2013 - SPECIAL FOCUS – DARE TO DARE

The November issue focuses on

DARE TO DARE

The Shipping Industry has been going through a difficult

period with economical downturn and over-supply of
tonnage. To add to the Shipowner’s woes, we have to
deal with rising operating costs and reducing
competencies onboard. Today, we deal with shipstaff
who demand high salaries but sometimes fail to deliver.
The hardware (our ships) has greatly improved, thanks to
rigid standards set by various organisations, but the
software (human issues) seems to lag behind. We believe
that each and every member, of teams onboard and PHOTO SHOWS AN OILER ISSUING A RED STOP CARD TO
ashore, has to learn to stand up and voice their concerns SECOND ENGINEER WORKING WITHOUT PPE ON A
when they feel safety is being compromised. Hence our WORKSHOP GRINDER (courtesy Fleet Management HK)
theme “Dare to Dare” to recognise those who have dared
DARE TO DARE – NOT ALWAYS EASY, BUT A MUST
to over-rule set norms and authority to make our
operations safer.

OVER-RIDING AN
MAKE THE STEP CHANGE. INCOMPETENT PILOT’S
AUTHORITY OR
Please send your ideas and Industry Best Practices to REFUSING SUPERIOR’S
www.stepchangeforsafety.com ORDERS FOR ILLEGAL
AND UNETHICAL
DISCHARGE OF OIL
OVERBOARD NEEDS
COURAGE AND A PERSON
WHO DARES TO DARE.

UNAPPROVED ENCLOSED
SPACE ENTRIES OR
EMBARKING HIGH NON-
COMBINATION PILOT
LADDERS ETC. ARE
DARING ATTEMPTS WITH
INHERENT RISKS.
EQUALLY DARING ARE
INDIVIDUALS WHO DARE
TO DARE AND TAKE THE
INITIATIVE TO STOP
SUCH UNSAFE ACT.
 GLOBAL SHARING MONTHLY NEWSLETTER – NOV. 2013 – DARE TO DARE

MOTORMAN STOPS A 2ND ENGR WORKING WITHOUT PPE

OCCURRENCE - Company was informed of an occurrence onboard one of our vessel whereby a
Motorman who was working with the 2nd Engineer, utilized his stop work authority and stopped
2nd Engineer from working in an unsafe manner on ships grinder in Engine room work shop. The
2/E accepted his advice and he himself informed Master of the occurrence. The photograph
attached is an enactment of the actual occurrence and was sent to us for circulation to all
seafarers.

LESSON LEARNT - A Safety Conscious work team is a clear

winner.

MESSAGE TO INDUSTRY - The industry will have to

collectively move forward and embrace behavior based safety
programs which has a major impact on HSE performance.

USE OF MOBILE PHONE ON BRIDGE STOPPED BY MASTER

THE INCIDENT - During berthing maneuver, Harbor Pilot was asked by
Master to refrain from entertaining so many mobile phone calls during
berthing.

LESSON LEARNT - Use of mobile phones shall be strictly forbidden on

bridge and especially during navigation of the vessel. Master shall not
hesitate to interfere with Pilots actions where same may compromise
vessel's navigational safety.

PILOT IN-A-RUSH STOPPED BY A DARE-TO-DARE MASTER

THE INCIDENT - During departure outward passage, harbor Pilot asked Master if he can disembark
earlier than as usual, but master refused to grant his request. Pilot intended to increase speed of
vessel to full speed ahead in congested water to save his time but Master refused same for safety of
vessel, as vessel was still inside the port. Vessel was safely maneuvered and pilot was disembarked
at the designated pilot station area.

LESSON LEARNT - Pilot disembarkation point shall be discussed during Master-Pilot exchange while
the vessel is at berth. Where Pilot intends to disembark prior to the designated Pilot boarding
ground, Master shall assess the risk and circumstances. Pilot shall be disembarked at designated
Pilot boarding ground.

MESSAGE TO INDUSTRY - A lot of navigational accidents have occurred where the Pilot has
disembarked prior to the Pilot boarding ground. Industry shall formulate common guidelines for Pilot
association across the world especially addressing Pilots conduct for boarding and disembarking at
designated Pilot station.

4 November 2013 A Shell Marine Contractors Safety Initiative Page |2

 GLOBAL SHARING MONTHLY NEWSLETTER – NOV. 2013 – DARE TO DARE

STOPPED UNSAFE TRANSFER OF PERSONNEL

THE INCIDENT – It was a contract with many different units involved. Crew came from different
areas in the world with different background. It was a different working environment. During this
operation our crew discovered a working practice in the area that was far from accepted in our
normal area of operation. Transfer of personnel over the stern roller.
Client’s representative was contacted and an extra ordinary HSEQ meeting was held onboard.
This activity was stopped immediately. Safe transfer of personnel between barges and vessels was
highlighted by client. And, Captain and crew got credit from client’s representative for their “Stop
the Job” policy and prompt action.

LESSON LEARNT - Safe access / egress must always be provided to a work place at all times.

MESSAGE TO INDUSTRY - We should all bear in mind to praise and encourage people that dare
to intervene and “stop the job”.

INCORRECT CONNING ORDER VERIFIED BY AB

THE INCIDENT – Officer of Watch gave incorrect conning
order. Whilst navigating towards an Anchorage, the OOW gave
an incorrect conning order which would have resulted in 100
degrees alteration. The AB immediately asked if the OOW was
sure that was the correct heading to which the OOW realised
their error and gave the correct order

LESSON LEARNT - OOW should always question orders they

give to ensure they are accurate and correct.

MESSAGE TO INDUSTRY - We should share good examples

of past interventions to encourage further interventions and
reduce the fear of repercussions.

THE JR ENGR WHO DARED TO REFUSE CH ENGR’S ORDERS

THE INCIDENT – The vessel grounded outbound St Lawrence seaway as engines stopped suddenly
when changed over to FO. The Pilot had requested full speed and Change over to Fuel Oil with half
hour notice. Investigations showed fuel pipes and filters choked with sludge from the service tank.
The FO Service tank was discovered to be one quarter full of sludge. Further investigations revealed
that the Chief Engineer had not been permitted to land sludge in the previous port (incinerator
inoperative) for costs reasons and asked to transfer sludge to FO Settling tank. The 4/Engr refused
TO DO THE TRANSFER, but the 3/Engr carried out the order. The 4/Engr was terminated from
Service but later reinstated and commended when the company head got involved.

LESSON LEARNT – Even people ashore or Seniors onboard can make incorrect decisions or
succumb to commercial pressures. Questioning incorrect decisions and talking to the DPA / HOD
when in doubt is acceptable.

MESSAGE TO INDUSTRY – This is a good example of those who dare, even at the risk of losing
their job. Such people need to be commended for their efforts. The industry must recognise their
efforts.

4 November 2013 A Shell Marine Contractors Safety Initiative Page |3

 GLOBAL SHARING MONTHLY NEWSLETTER – NOV. 2013 – DARE TO DARE

BITTER EXPERIENCE OF MASTER WHO DARED TO REFUSE “BAKSHEESH” IN SUEZ

THE INCIDENT –One of our vessels, on her voyage from West Europe to Far East, transited Suez Canal
when the following event unfolded. After the canal pilot disembarked, Ismailia pilot kept insisting that all
vessel's transiting the canal offer 4 to 5 cartons of Marlboro to each pilot. And the Master is solely
responsible for not issuing the required number of cigarette cartons. He kept sulking about the cigarette
instead of concentrating on the job of the pilot. Master Stated that he is not allowed to offer presents to
3rd parties under the company’s COBE (code of business conduct) and the vessel & Master should not be
held for ransom for cigarette. Ismailia pilot refused to pilot the vessel & stated that the agent to be asked
to get another pilot to take the vessel to Suez. Master took over the con immediately and asked the pilot
to rest as his service is no longer required. Office notified of the above situation. Local agent has been
notified of the pilot’s behaviour. Agent has been advised to arrange a new pilot for onward canal transit
from bitter lake to Suez. Vessel anchored at the Great Bitter Lake awaiting northbound convoy to pass
and will resume onward transit thereafter. Harbour Master notified who arrived on board shortly after.
VDR data saved to preserve the recording of the entire Suez canal transit up to the Great Bitter Lake.
Agent informed his inability to book another pilot for onward transit & vessel will have to continue the
canal transit with the current pilot to prevent any delays. Pilot & Harbour Master insisted on deleting all
the photos of the pilot & erased the memory card of the cell phone, while asking master to write an
apology letter to the canal authority exonerating the Pilot of any wrong doing to enable vessel to transit
canal without delays. Agent sent a draft copy of the apology letter to be signed, stamped by Master &
issued to Harbour Master for vessel to resume transit without delay. Anchor aweigh. Vessel resumed
convoy.
Following this incident and other similar situations, the head of QAHSSE department has made a visit to
Suez Canal Authority’s Director of Transit, where among other transit subjects; this incident has been
discussed in detail. The main feedback received was that the gift giving should be gradually reduced,
while any similar incidents, the masters are allowed to directly call the deputy of SCA’s Transit Director,
which in turn will intervene to correct the situation.

LESSON LEARNT – Having an experienced Master, which strictly enforced company’s no gift policy, has
given the right signal to the SCA pilot association and local authorities. Constructive dialogue with SCA
has much helped since then, while our Masters and Chief Officer’s specific Ship Handling Training at the
SCA’s facilities has paid off.

MESSAGE TO INDUSTRY - Applying a no gift policy on Suez Canal Transit, on gradual basis, across all
members, it helps Masters gain confidence and improve on safety of navigation during transit, while
constructive and continuous dialogue with SCA should be more often practiced by the shipping
community, using common message.

4 November 2013 A Shell Marine Contractors Safety Initiative Page |4

 GLOBAL SHARING MONTHLY NEWSLETTER – NOV. 2013 – DARE TO DARE

SENTENCED TO LIFE ON A WHEELCHAIR – FOR NOT REFUSING UNSAFE ACTS ONBOARD

THE INCIDENT - A small working party worked on deck to check for any bad weather damage. Loose
mooring ropes were seen, and the Captain was asked for permission to go forward to secure ropes. This
was refused, as there was a heavy swell, and better weather was expected shortly. Somehow, the Bosun
concluded that it would be safe to proceed, and a series of bad communication and misunderstandings
made him believe that he was authorized to do so. Simultaneously, members of the working party
discussed the task, and were of the opinion that it was not safe. This point of view was not raised, and
the Stop Work Authority was not used. At this stage, the following situation was present:
- Captain had refused the operation, and left the bridge.
- The Duty Officer knew what the Captain had said, and was aware that the team intended to proceed.
- The Bosun was of the impression that he was authorized to proceed.
- Members of the working party felt the operation was unsafe, but did not raise any protest.
The team did proceed, and also discovered that both anchors needed further securing. This expanded the
time in the dangerous area, and the tragedy struck. Some minutes later, one man was on the way to a
life in a wheelchair. He was caught by a heavy wave and hammered into the winch

LESSON LEARNT – The investigation revealed that several barriers were broken, most obvious being:
- Management control failed, as the Duty Officer did not stop the operation.
- Communication failed.
- Stop Work Authority was never used, although thoroughly introduced to the crew.

MESSAGE TO INDUSTRY - Certainly, the personnel involved have had a hard time, and in hindsight it
is easy to realize that only small actions from the involved personnel would have prevented the tragedy.
Several preventive actions have or will be implemented. One of them is to bring this Lesson Learned up
in Safety Meetings, and to emphasize that each and every one has a responsibility towards his own and
colleagues' safety, and to think Safety and Barriers when performing daily work.

AN EFFECTIVE STOP CARD SYSTEM AT WORK

THE OCCURANCE - During dry-docking of a vessel, the managing director of the company visited the
vessel. The MD decided to take the mess man for a BBS round. The MD was stopped by the C/O and was
given a red stop card for trying to take the mess man who was not wearing proper PPE for a BBS round

On another occasion a Junior Officer issued a STOP CARD – Observation for unsafe behavior to Master for
being busy with games on his mobile phone during critical arrival / departure berths.

LESSON LEARNT – Stop Card system is effective onboard.

4 November 2013 A Shell Marine Contractors Safety Initiative Page |5

 GLOBAL SHARING MONTHLY NEWSLETTER – NOV. 2013 – DARE TO DARE
A KNOWLEDGEABLE MASTER UPHOLDS COMPANY’S POLICIES DESPITE COMMERCIAL PRESSURE
THE INCIDENT - The charterer requested the Captain of the PSV to flush the brine tanks and dump the
residues over the side. The Captain refused and informed the Charterer that he could not do this because
it was against Company Policy and MARPOL regulations. The Captain sent the Charterer the related IMO
convention (MARPOL) excerpt. The Charterer accepted Master's position. The Captain knew that by not
accepting the order of the Charterer, he was risking having the PSV put off Charter as well as
jeopardizing future business. It is well known that some Charterers do not accept 'no" as an answer.

In this case, the Captain dared the Charterer by refusing to obey his request, and, was able to quote the
MARPOL policy under which he was refusing the order.

LESSON LEARNT – The Captain of the vessel, as the front line manager for the company, must be
prepared to refuse orders which breach company and industry policies. In this case, the Captain did
exceptionally well by being able to quote the policy under which he was refusing, following which, the
Charterer accepted the Captain's position without dispute.

MESSAGE TO INDUSTRY - Charterers of vessels should not only refrain from requesting Captains to
perform unsafe acts or breach a policy, but, should also know the rules. In this case, in accordance with
MARPOL, any residues cannot be discharged from the vessel into the sea.

CHAPTER 4 - POLLUTION REQUIREMENTS

4.1 Each ship certified to carry noxious liquid substances should be provided with a Cargo Record Book, a Procedure
and Arrangements Manual and a Shipboard Marine Emergency Plan developed for the ship in accordance with Annex
II to MARPOL 73/78 and approved by the Administration.

4.2 Discharge into the sea of residues of noxious liquid substances permitted for the carriage in Ship Type 3, or
products listed in appendix 1 or ballast water, tank washings, or other residues or mixtures containing such
substances, is prohibited. Any discharges of residues and mixtures containing noxious liquid substances should be
to reception facilities in port. As a consequence of this prohibition, the Administration may waive the requirements
for efficient stripping and underwater discharge arrangements in MARPOL 73/78, Annex II.

PROACTIVE BRIDGE TEAM COUNTERS AN OVER-CONFIDENT SLOW REACTING PILOT

THE INCIDENT – Departure Ningbo vessel was proceeding on 102 (T) course instead of planned 085
(T) course, as there were few coastal vessels on port side (on parallel course) with a speed of about 10
kts. On discussion with pilot it was clarified that he intended to continue the same course (102) till he
overtakes all coasters and the return to planned track (085). After 15 minutes Master realized that
vessels speed was maintained at around 10.5 kts, which created a doubt in ship staff weather vessel, will
be able to overtake coasters safely. Chief Officer was also called on bridge as additional measure. 3/Off
was frequently checking the ship's position. Master asked pilot to slow down and let coasters pass and
then alter to port - to which pilot replied "DON'T WORRY CAPTAIN WE WILL OVERTAKE THEM". After
around another two mins Master again asked pilot to slow down or stop, as there was a shallow patch
ahead. Pilot finally realized the same and gradually stopped engines to let the coaster pass, and then
vessel was brought back to the planned track. Cause: There was no means of communication to coastal
vessels, not even via Ningbo VTS. The local The Pilot was not willing to wait for 5 minutes or increasing
the speed from beginning to avoid this close quarter situation.

LESSON LEARNT – Master’s assertive actions of calling Chief Officer, preparing engine room for
possible reverse engine orders, and instructing third officer to keep warning the coasters with sound/light
signals, helped to keep control of the situation.

MESSAGE TO INDUSTRY - Masters to be cautioned regarding the local practices in these types of
ports. Reiterate/empower them to question the pilot’s actions to safe guard their own vessels.

4 November 2013 A Shell Marine Contractors Safety Initiative Page |6

 GLOBAL SHARING MONTHLY NEWSLETTER – NOV. 2013 – DARE TO DARE
SHIPSTAFF PRIORITISE SAFE PROCEDURES DESPITE CARGO SURVEYORS PROTESTS
THE INCIDENT – Recently, one of our Suez-max tanker, loaded a cargo of Arab Heavy at a Gulf Sea Port. The MSDS
sheet handed over by the terminal indicated H2S content as traces. View previous experience of similar cargoes, vessel
was aware that cargo was potentially high in H2S content. An LOP was issued to the terminal, as the MSDS sheet was not
in accordance with the guidelines given by GHS. Vessel implemented Company procedures for loading cargoes containing
High H2S cargoes. Eventually H2S content in excess of 2000 ppm was detected in the vapor space. Further, on completion,
manual gauging / sampling was insisted upon by terminal/surveyor. Ship staff donned SCBA sets and took appropriate
safety precautions. This somewhat irritated the attending surveyors, as the process was slowed down, but ship staff firmly
implemented the safety procedures.

LESSON LEARNT – Despite various safety barriers, a few terminals continue to provide MSDS sheets which are not in
compliance with GHS guidelines, and insist on manual gauging and / extensive sampling for cargoes with high toxic
contents. The occurrence was shared with our fleet vessels, and vessels were further alerted to firmly implement high toxic
gas precautions diligently, and be vigilant against information / MSDS sheets not complying with GHS guidelines.

MESSAGE TO INDUSTRY - With respect to the cargo being handled, charterer’s should be requested to: a)Instruct
terminal to provide vessels with MSDS sheets complying with GHS guidelines b)Instruct supplier/ terminal to provide
accurate information on toxic gasses and their expected concentration. c)Instruct terminal / surveyor to agree to ullage by
remote gauging system and minimal sampling. (wrt cargoes containing high H2S / benzene content).If we reflect inwardly,
we will notice that similar occurrences are taking place quite frequently in different parts of the world.
These can only be reduced / controlled with commitment and compliance from the major oil suppliers / terminals.

PRIORITISING SHIP SAFETY OVER COMMERCIAL PRESSURES – WELL DONE CAPT.

THE INCIDENT - "The LNG Vessels managed by OSMC trade around the world but mainly towards the
continent of Asia. The loading port is usually in Oman and the discharge port is commonly in Japan or Korea.
The vessels ETDs and ETAs are under very tight regulations set by the charters and the Masters are doing
their best to keeping up with these tight rules.
The route these vessels follow require them to cross the HRA almost in every journey. However, due to the
high speed these vessels can steam at and also to the height of the free board, the security risk assessment
has recommended that the use of Armed Guards is not necessary. So these vessels have never had armed
guards onboard before.
In a recent case, one of the LNG vessels on her return journey and just before entering the HRA had to shut
down a boiler for an emergency maintenance. This has compelled the vessel to drastically reduce her speed.
The Master of the vessel has quickly realised that this is a very dangerous scenario. If he stays on the same
route, which goes right in the middle of the HRA, he would put the safety of the ship, crew and cargo under
dangerous situation due to the possibility of piracy attacks.
The Master has immediately contacted us and requested for Armed Guards to be deployed at an appropriate
port. He has also given other options of changing the passage plan and following a costal route which safer
but much longer. This option will severely affect the ETA to the loading port and will not make the charters
very happy, however, safety always comes first and before any other commitments.

We think that the Masters dared to make a difference.

LESSON LEARNT Make the safety of the vessel

and crew your fist priority.

MESSAGE TO THE INDUSTRY Safety of the ship

and crew always come first. Don't let keeping your

clients ETAs shift your thinking from your priorities.

4 November 2013 A Shell Marine Contractors Safety Initiative Page |7

 GLOBAL SHARING MONTHLY NEWSLETTER – NOV. 2013 – DARE TO DARE

DARED TO SAVE LIVES DESPITE PIRACY THREAT

Bulker sinks off Oman

A Turkish-owned bulker that suffered an engine room fire off the

coast of Oman has finally sunk.
The 27,209-dwt Atlantik Confidence (built 2006) suffered the fire
over the weekend about 150 nm southeast of Masirah Island,
Oman
Military sources in the Middle East now say there was an
explosion aboard the Liberian-flagged ship which resulted in a
hull breach.
Unfortunately, the crew could not manage to extinguish the fire
and the captain had no choice but to abandon ship.
The crew were initially rescued by the ST Shipping & Transport-
THE INCIDENT – One of our operated 48,000-dwt tanker Alpine Marie (built 2010) and then
managed vessels responded to a later transferred to the 6,970-dwt chemical tanker YM Pluto (built
distress call from a sinking Bulker and 2009).
The ship sank in position 20° 19.942'N, 061° 26.02'E while in the
saved 22 lives at sea, about 150 NM presence of a salvage tug according to the US Navy’s Maritime
from the Oman coast. Own vessel was Liaison Office (Marlo) in Bahrain.
fully loaded and there exist a real risk The handy size bulker is owned by Turkish ship-owner Atlantik
of piracy attack despite which Vessels Denizcilik Ticaret. There are no reports of any pollution.
entire team responded to call and
rescued lives from sinking vessel.

LESSON LEARNT – Saving life at sea is the noblest cause and is in accordance with the highest
degree of maritime professionalism

MESSAGE TO INDUSTRY - DESPITE THE RISK OF PIRACY THE MASTER MADE A DECISION AND
EXHIBITED A HIGH CALIBRE PROFESSIONALISM TO SAVE LIVES AT SEA.

REFUSED TO SAIL UNDER POOR VISIBILITY

THE INCIDENT – A product Tanker, MT TBN under our

management declined to depart from a designated
anchorage (Marcus Hook) due to poor visibility
conditions despite excessive pressure from the Port,
Pilot and the local agents. Master departed only after
visibility of 1 NM was achieved.

LESSON LEARNT – Master did the right thing by

disregarding the undue pressure from local /
commercial interests. Commercial operators must
understand the consequences of the shipping accidents.

MESSAGE TO INDUSTRY - Master must be

empowered to take actions in the better interest of
safety of people, environment and property. In such
instances, Master and vessels team shall be felicitated
to.

4 November
22 OCTOBER 20132013 A Shell Marine
A SHELL Contractors
MARINE Safety
CONTRACTORS Initiative
SAFETY INITIATIVE Page |8
0 First Name Last Name Designation Company Location Email 01 Email 02 Remarks ENTRY SUBMITTED OPT-IN / 217 Group
OPT-OUT

1 Mark Knoy President and CEO A C Lines USA [email protected] [email protected] Due 22nd Dec 2013 OPT-IN HOU
2 A K Basoglu Turkey [email protected] AMS
3 Aty Abgaktur [email protected] AMS
4 Y Perets CEO Ace Tankers [email protected] AMS
5 Anil Sehgel QSHE Manager AET (American Eagle Tankers) Singapore [email protected] [email protected] Due by 22nd Dec 2013 OPT-IN SIN
6 R Russell AET Tankers USA [email protected] HOU
7 Felix Chong HSE Head Ajang Shipping Sdn Bhd Malaysia [email protected] not required OPT-OUT SIN
8 Al Vanagas Algoma Corporation USA [email protected] HOU
9 Alexander Yard Director Amarco Group Malaysia [email protected] YES, NO. 076 OPT-IN 1 SIN
10 Rob Kurz American Petroleum Tankers USA not required OPT-OUT HOU
11 Surendra Dutt Managing Director AngloEastern Ship Management Singapore [email protected] YES, NO. 021 OPT-IN 1 SIN
12 J Valkier Managing Director Anthony Veder Germany [email protected] [email protected] w.vreugdenhil@anthonyveder. OPT-IN AMS
13 Erik Antkooren Netherlands [email protected] AMS
14 Wu Zhu General Manager Aoxing Ship Management China [email protected] YES, No. 074 OPT-IN 1 SIN
15 Heli Lehtonen Arctia Finland [email protected] HOU
16 Haluk Inbas Arkas Turkey [email protected] AMS
17 Robert Walker General manager ASP Ship Management Singapore [email protected] TEAM LEAD GROUP 5 - YES, NO. 082 OPT-IN 1 SIN
STREAMLINE PROCESSES
18 Zhang Baoliang Managing Director Associated Maritime Co. Ltd (AMCL) Hongkong [email protected] [email protected] YES, NO. 100 OPT-IN 1 SIN
19 Atlantic Offshore Norway [email protected] AMS
20 G Mylonas Avin Greece [email protected] [email protected] YES, NO. 208 OPT-IN 1 AMS
21 Louis Ratcliff Executive Business Manager Barry Graham Oil Services USA not required OPT-OUT HOU
22 Hassan Zahari Managing Director Belait Shipping Bangladesh [email protected] [email protected] YES, No. 110 OPT-IN 1 SIN
23 Kjell Olav Haughland Managing Director Bergen Tankers Norway not required OPT-OUT AMS
24 Arvind Sharma Director HR Bernard Ship Management Singapore [email protected] [email protected] TEAM LEAD GROUP 6 - YES, NO. 097, 095 OPT-IN 2 SIN
EXTERNAL PROMOTION
25 Taweep Panichaporn General Manager Big Sea Co Ltd Thailand [email protected] YES, NO. 155, 071 OPT-IN 2 SIN
26 Clark Todd President & COO Blessey USA [email protected] OPT-OUT HOU
27 Enrique Torres Boluda Shipping Spain [email protected] AMS
28 Dato Mohd Safari Ramli Managing Director Borcos Shipping Malaysia [email protected] [email protected] YES, NO. 048 OPT-IN 1 SIN
29 Rendy Ariffin Managing Director Bourbon Ship Management [email protected] [email protected] not required OPT-OUT SIN
30 Sivabalu Subramaniam Marine Operations Manager Briny Marine Services S/B Brunei [email protected] YES, NO. 060, 059 OPT-IN 2 SIN
31 Peter Broering Broering [email protected] AMS
32 Sadat Hassan OM Brupars Brunei not required OPT-OUT SIN
33 Wee Yam Khoon Sr Vice President Bumi Armada Nav Sdn Bhd. Kuala Lumpur [email protected] not required OPT-OUT SIN
34 Wisdom Nwagwu C I Leasing [email protected] AMS
35 M Lane Canal Barge Inc. USA [email protected] [email protected] YES, No. 134 & 133 OPT-IN 2 HOU
36 Pascal Girardet CFT France [email protected] AMS
37 Joe Cox Chamber of Shipping USA USA [email protected] OPT-OUT HOU
38 Chandris Hellas Greece [email protected] YES, NO. 098 OPT-IN 1 AMS
39 E Wesselman Chemgas Netherlands [email protected] AMS
40 N Grotz Chemship Holland [email protected] AMS
41 Boondej Mewongukole Chemstar Shipmanagement not required OPT-OUT SIN
42 Billy Pellegrin HSQE Manager Chouest USA [email protected] [email protected] Due by 22nd Dec 2013 OPT-IN HOU
43 Bud Hall Vice President Fleet Management CKOR Seabulk Tankers USA [email protected] [email protected] Due by 22nd Dec 2013 OPT-IN HOU

44 K Vlachos CMM Greece [email protected] YES, NO. 204 OPT-IN 1 AMS

45 Evan Mackay Director HSEQ Columbia Ship Management Sin & Singapore [email protected] [email protected] [email protected] YES, NO. 064 OPT-IN 1 AMS
Cyp
46 Thomas Patrick Corporate Safety Director Corelab USA [email protected] Due by 22nd Dec 2013 OPT-IN HOU
47 Zheng Jia Xu Representative COSCO Dalian Dalian not required OPT-OUT SIN
48 Zhong Wu Bi General Manager COSCO Southern Asphalt Shipping Guangzhou not required OPT-OUT SIN
Guangzhou
49 Rob Grune Crowley Corporation USA [email protected] [email protected] YES, NO. 160, 159, 144, OPT-IN 4 HOU
143
50 Maijin Zhu CS Tankers China [email protected] YES, NO. 193, 078 OPT-IN 2 SIN
51 Gerard Deen Shipping [email protected] AMS
52 Serge Leguellec Desgagnes USA [email protected] HOU
53 Andreas Niemeyer Dettmer Group [email protected] AMS
54 Mons Aase DOF Norway [email protected] AMS
55 Mike Sparshatt Dolphin Drilling Norway [email protected] AMS
56 Jens Christensen DS Norden changed department not required OPT-OUT AMS
57 Enver Bilgi Dunya Shipping Turkey [email protected] AMS
58 Nikos Makris Chief Operating Officer Eletson [email protected] [email protected] AMS
59 Robin Kirkpatrick Chief Executive Officer EMAS Singapore TEAM LEAD GROUP 1 - not required OPT-OUT SIN
LEADERS CREATE STEP
CHANGE
60 N Arkadis Empire Navigation Greece [email protected] AMS
61 Jerry Cardillo President Enterprise Marine Services USA [email protected] Due by 22nd Dec 2013 OPT-IN HOU
62 Sanjay Mittal General Manager DPA Epic Ship Management Singapore [email protected] [email protected] YES, NO. 049 OPT-IN 1 SIN
63 Hugo Finlay Managing Director Essberger USA [email protected] [email protected] Due by 23rd Mar 2014 OPT-IN HOU
64 Balaji Teeka Chief Executive Officer and Executive Ship Management Singapore [email protected] YES, NO. 027, 026, 025 OPT-IN 3 SIN
Managing Director
65 Derfang Lin Expedo USA [email protected] [email protected] YES, No. 132 OPT-IN 1 HOU
66 Andrew Coccoli General Manager Farstad Shipping Norway [email protected] Yes, No. 016 OPT-IN 1 SIN
67 Scott Camp FL Marine USA [email protected] HOU
68 Kishore Rajvanshy Managing Director Fleet Ship Management Hongkong [email protected] [email protected] YES, No. 183, 180, 179, OPT-IN 17 SIN
178, 177, 149, 148, 114,
113, 112, 111, 109, 108,
107, 079, 011, 010
69 Rick van Westenbrugge Fluvia [email protected] YES, No. 164 OPT-IN 1 AMS

70 Martin From Mann [email protected] AMS

71 Volkan Elter Managing Director Geden Lines Turkey [email protected] [email protected] AMS
72 EV Georg GEFO [email protected] [email protected] Due 22nd Dec 2013 OPT-IN AMS
73 H Murphy Gibraltar Oil [email protected] AMS
74 Gluesing Transport Germany [email protected] AMS
75 Prakash Correa Asst Vice President Great Eastern Shipping Co Ltd. Mumbai [email protected] YES, NO. 194, 023 OPT-IN 2 SIN
76 Gurcharan Sachdeva Managing Director Green Wave Shipping Pte Ltd. Singapore [email protected] [email protected] TEAM LEAD GROUP 7 - YES, No. 206, 205, 190, OPT-IN 18 SIN
GLOBAL SHARING 189, 187, 185, 184, 176,
175, 173, 172, 171, 170,
169, 126, 115, 002, 001

77 Pierre Song Tin Woo General Manager Grolite Shipping Malaysia [email protected] YES, NO. 063 OPT-IN 1 SIN
78 Bart Reynolds Gulfmark USA [email protected] HOU
79 Wael Alhabbash Halul Offshore [email protected] AMS
80 Johnathan Mendes QSHE Manager Harley Marine USA [email protected] [email protected] to send instructions OPT-IN HOU
81 Ulrich Adami Hartmann Reederei Germany [email protected] AMS
82 Shane Harvey Gulf USA [email protected] HOU
83 Kjell Rabben Havila Norway [email protected] AMS
84 Hellespont Greece [email protected] AMS
85 John Costello Manager, Safety and Vetting Higman Barge Lines Inc. USA [email protected] OPT-IN HOU
86 Daniel Albu Histria Romania [email protected] YES, NO. 212, 163, 138, OPT-IN 4 AMS
137
87 Choi Jong Chul Vice President HMM Ocean Services Korea [email protected] YES, NO. 201, 088 OPT-IN 2 SIN
88 Lim Teck Cheng Chief Executive. Hong Lam Marine Pte. Ltd. Singapore [email protected] [email protected] YES, No. 103, 015 OPT-IN 2 SIN
89 Carl Annessa Hornbeck Offshore USA [email protected] HOU
90 Kazutomo Miyashita Managing Director Iino Marined Service Co Ltd. Japan [email protected] YES, NO. 050 OPT-IN 1 SIN
91 N Krishnan DGM Business Development IMC Limited Chennai not required OPT-OUT SIN
92 Imperial Shipping [email protected] AMS
93 Dan Mecklenborg Ingram Barge Co. USA [email protected] HOU
94 Matt Hopkinson Inspectorate UK [email protected] [email protected] OPT-IN AMS
95 Corporate Admin Inspectorate USA USA [email protected] HOU
96 Rohit Sindhwani Director Intank Services Pte Ltd. [email protected] [email protected] Due by 24th Apr 2014 OPT-IN SIN
97 Peter Bond Interorient Cyprus [email protected] [email protected] Due by 24th Apr 2014 OPT-IN AMS
98 Pieter Peeters Interstream Barging [email protected] AMS
99 Stephen Harrington Managing Director Intertek UK & Eire UK [email protected] [email protected] [email protected] Due by 22nd Dec 2013 OPT-IN AMS
100 James Ignatovich Intertek USA USA [email protected] OPT-IN HOU
101 Daniel Raffa Fleet Director Ishima Ship Management [email protected] YES, NO. 072 OPT-IN 1 SIN
102 F Quentin IVS International [email protected] [email protected] AMS
103 Kenneth Walland Jo Tankers Norway [email protected] [email protected] [email protected] AMS
104 Satoru Kuboshima President K Line Ship Management japan [email protected] [email protected] YES, NO. 124, 093 OPT-IN 2 SIN
105 Shoji Akira K Line UK London [email protected] [email protected] YES, No. 139 OPT-IN 1 AMS
106 Kaman Turkey [email protected] AMS
107 Greg Binion Kirby Corporation USA [email protected] OPT-IN HOU
108 Klaas de Boer Netherlands [email protected] [email protected] AMS
109 Synnove Seglem Dy Managing Director Knutsen OAS Norway [email protected] [email protected] [email protected]; YES, NO. 094 OPT-IN 1 AMS
[email protected]
110 Muhamad Zaidi Zamhuri Operations Manager Lantana Services Sdn Bhd Brunei [email protected] YES, NO. 043 OPT-IN 1 SIN
111 Sam Ball Marine Manager Laurin Maritime USA [email protected] To send Instructions OPT-IN HOU
112 Mark Bourgeois Exec Vice President Le Beouf Towing USA [email protected] Due by 23rd Mar 2014 OPT-IN HOU
113 Rethina Kumar Managing Director Lilly Maritime Pvt. Ltd. Mumbai [email protected] YES, NO. 081, 080 OPT-IN 2 SIN
114 Philip Korompis Senior General Manager Lintas Samudera Borneo Line Borneo Not Required OPT-OUT SIN
115 Liquimar Greece [email protected] AMS
116 CHRIS Wood Director Marine Services M H Bland Gibraltar not required OPT-OUT AMS
117 Carsten Andersen CEO Maersk USA [email protected] [email protected] Confirmed OPT-IN HOU
Plougmann
118 Tommy Thomassen Maersk Denmark [email protected] AMS
119 Nayan Adhikari Regional Marine Assurance Maersk Tankers Singapore [email protected] YES, NO. 044 OPT-IN 1 SIN
manager
120 Roberto Umali Chief Operating Officer Magsaysay Transport and Logistics Manila [email protected] YES, NO. 029 OPT-IN 1 SIN
121 Joachim Hessler Managing Director MainTank Schiffahrtsgesselschaft Germany [email protected] OPT-IN AMS
MBH
122 Ed Grimm Sr Vice President Martin MLP USA [email protected] Due by 22nd Dec 2013 OPT-IN HOU
123 Armando Cabalida VP Operations MIS Maritime Corp. [email protected] YES, No. 188, 042 OPT-IN 2 SIN
124 Subramaniam Rajalingam Vice President MISC Berhad Malaysia [email protected] [email protected] YES, NO. 207, 092 OPT-IN 2 SIN
125 Takumi Miyamoto President MMS Co Ltd Tokyo [email protected] [email protected] YES, NO. 136, 135, 037, OPT-IN 4 SIN
036
126 Kenji kamada Rep Director MOL LNG Transport Japan [email protected] [email protected] YES, NO. 090, 089 OPT-IN 2 SIN
127 Toshihiko Ota Managing Director MOL Tankship Management Singapore [email protected] [email protected] YES, NO. 128, 035 OPT-IN 2 SIN
128 Jim Black President / CEO Moran Shipping Agencies Inc. USA not required OPT-OUT HOU
129 Ted Tregurtha Moran Towing USA [email protected] Yes, No. 122 OPT-IN 1 HOU
0 First Name Last Name Designation Company Location Email 01 Email 02 Remarks ENTRY SUBMITTED OPT-IN / 217 Group
OPT-OUT

130 Jackson Pho Director Business systems and MSI Ship Management Pte. Ltd. Singapore [email protected] YES, NO. 061 OPT-IN 1 SIN
Processes
131 Vijay Rangroo Managing Director MTM Ship Management Pte Ltd Singapore [email protected] YES, No. 008, 007 OPT-IN 2 SIN

132 S Tsalamanios Mylaki Shipping Greece [email protected] [email protected] AMS

133 Wang Xiao Dong Deputy President Nanjing Tanker Corporation China [email protected] YES, NO. 106 OPT-IN 1 SIN
134 Ramesh Kolli General Manager Nautika Sdn Bhd Brunei not required OPT-OUT SIN
135 Prashaant Mirchandani Managing Director Navig8 Ship Management Singapore [email protected] YES, No. 101, 003 OPT-IN 2 SIN

136 A Johnson Navios Greece [email protected] AMS

137 Dong-Heon Lee Managing Director NDSMShipping Korea [email protected] YES, NO. 182, 181 OPT-IN 2 SIN
138 Larrie Tan Meng Fu Director Neo Petro Services not required OPT-OUT SIN
139 K. Srinivas Patnaik Managing Director Neptune Ship Management Singapore [email protected] TEAM LEAD GROUP 3 - YES, NO. 038 OPT-IN 1 SIN
SAFETY CRITERIA IN
BUSINESS EVALUATION
140 Andreas Derenthen NGRP AMS
141 Alex Chow Deputy general Mgr Nippon Kaiji Kentai Kyokai Singapore not required OPT-OUT SIN
142 Walter Woodage Norbulk Shipping Norway [email protected] [email protected] YES, NO. 209 OPT-IN 1 AMS
143 Claus Thornberg CEO Nordic Tankers Denmark [email protected] [email protected] YES, No. 156, 125 OPT-IN 2 AMS
144 Ian Aithison NYK Line Netherlands [email protected] AMS
145 Hemant Pathania Managing Director and Chief NYK Ship Management Singapore [email protected]. [email protected] YES, NO. 073 OPT-IN 1 SIN
Operating Officer JP
146 Ng Kwang Chiau SVP Fleet Management Ocean Tankers Ship Management Singapore [email protected] YES, NO. 166, 052 OPT-IN 2 SIN
Pte Ltd.
147 Jan Hammer Odfjell Norway [email protected] AMS
148 Tor Johansen VP Fleet Management Odfjell Asia Singapore [email protected] [email protected] YES, NO. 147, 121 OPT-IN 2 SIN
149 John Fontenot Vice President HR & HSE Odyssea Marine USA [email protected] Due by 22nd Dec 2013 OPT-IN HOU
150 David Sotckley Oman Shipping Co Oman [email protected] [email protected] YES, NO. 217, 216, 215, OPT-IN 5 AMS
085, 084
151 C Y Khoo Managing Director Orkim Ship Management Malaysia [email protected] YES, No. 009 OPT-IN 1 SIN
152 J Robinson Vice President US Operations OSG USA [email protected] [email protected] Due by 22nd Dec 2013 OPT-IN HOU
153 Nicki Candles Nicki Otto Candies USA [email protected] Due by 22nd Dec 2013 OPT-IN HOU
154 Danish Sultan Managing Director Pacmarine Services Singapore [email protected] YES, NO. 054, 053 OPT-IN 2 SIN
155 Peter Ship Germany [email protected] AMS
156 Carlo Leonio President Petrolift Inc. Philippines [email protected] [email protected] YES, No. 087 OPT-IN 1 SIN
157 Janpod Nopchanda Managing Director PINK Transport Company not required OPT-OUT SIN
158 Pawel Szynkaruk Pol Steamship Poland [email protected] AMS
159 Peter Chew Managing Director Port of Singapore Authority Singapore [email protected] YES, NO. 039 OPT-IN 1 SIN
160 Alexey Matskevich Deputy General Manager Prisco Ship Management Singapore [email protected] YES, NO. 154, 153, 057, OPT-IN 4 SIN
056
161 Peter Jobling Operations Manager / DPA Pritchard Gordon Tankers UK not required OPT-OUT AMS
162 Terry Progressive Barge Co USA not required OPT-OUT HOU
163 Klaus Tveita Prosafe [email protected] AMS
164 Hj Amir Hj Osman General manager PTAS not required OPT-OUT SIN
165 Coutinho Joseph Chief Operating Officer Qatar Shipping Company SPC Qatar [email protected] YES, NO. 058, 055 OPT-IN 2 SIN
166 M Ghannam QGTC Qatar [email protected] [email protected] AMS
167 Gunther Dr. Jaegers Managing Director Reederei Jaegers Germany [email protected] not required OPT-OUT AMS
168 Nick P Reinauer USA [email protected] HOU
169 Federico A Acosta Vice President Safe Seas Shipping Agency Batangas [email protected] YES, NO. 022 OPT-IN 1 SIN
170 Yvonne Mason Managing Director Safe STS Netherland [email protected] [email protected] OPT-IN AMS
171 Samos Steamships Greece [email protected] [email protected] YES, No. 158 OPT-IN 1 AMS
172 Franck Louvely Project Director Sapura Acergy not required OPT-OUT SIN
173 Alexey Khaydukov Managing Director SCF Novoship Group Russia [email protected] [email protected] [email protected] YES, NO. 145 OPT-IN 1 AMS
174 Yury Sukhanov Managing Director SCF Unicom Group Singapore [email protected] YES, No. 214, 004 OPT-IN 2 SIN
175 Rocco Schiavo Scinicariello Italy [email protected] AMS
176 Sarah Adams Sea Jacks [email protected] AMS
177 Alasdair Smith Managing Director Sea Team Ship Management Singapore [email protected] [email protected] TEAM LEAD GROUP 4 - YES, No. 104, 05 OPT-IN 2 SIN
REVAMP TRAINING AND
RETENTION
178 Shawn Chylinski Director, Safety and Environment SeaSpan Canada [email protected] [email protected] YES, No. 127 OPT-IN 1 HOU
179 Jan Johansen Managing Director Seatrans Norway [email protected] AMS
180 Ranjith Cheerath Managing Director Selandia Ship Management Singapore [email protected] YES, NO. 032 OPT-IN 1 SIN
181 Johnny Teng Ken Han Fleet General Manager Semura Ship Management not required OPT-OUT SIN
182 Alper Yuncuog Head of Safety Dept Sener Shipping Istanbul [email protected] Due by 21ST Nov 2013 OPT-IN AMS
183 Pai Keng Hian Sentek Marine and Trading Singapore not required OPT-OUT SIN
184 Gene Moore Settoon Towing USA [email protected] Due by 22nd Dec 2013 OPT-IN HOU
185 Nick Brunero Executive Manager SGS UK [email protected] [email protected] AMS
186 Quah Chee Yong GM Shipping Asia Pacific Shell Marine UK [email protected] [email protected] SHELL BUDDY GROUP 1 - YES, NO. 161, 146, 105, OPT-IN 6 SHELL
LEADERS CREATE STEP 099, 070, 024
CHANGE
187 Alan Cormack Shell Marine UK USA [email protected] not required OPT-IN SHELL
188 Karen Spring Shell Marine UK USA [email protected] not required OPT-IN SHELL
189 Angel Soriano Shell Marine UK USA [email protected] not required OPT-IN SHELL
190 Thomas Pigott Shell Marine UK USA [email protected] not required OPT-IN SHELL
191 James Scalli Shell Marine UK USA [email protected] not required OPT-IN SHELL
192 Christopher Flanagan Shell Marine UK USA [email protected] not required OPT-IN SHELL
193 Dan Flynn Shell Marine UK USA [email protected] not required OPT-IN SHELL
194 Todd Covini Shell Marine UK USA [email protected] not required OPT-IN SHELL
195 Siti Nazrah Ahmad Senior Procurement manager Shell Marine UK Not Required OPT-IN SHELL
Zaiden
196 Catharine Hall Global Marine manager Shell Marine UK UK [email protected] Not Required OPT-IN SHELL
197 Anita Bettis Change Manager Shell Marine UK London [email protected] Not Required OPT-IN SHELL
198 Azmi Mahras General Manager Logistics Shell Marine UK Sarawak [email protected] Not Required OPT-IN SHELL
Upstream
199 Douglas Cairns Behavioural safety Regional Marine Shell Marine UK London [email protected] [email protected] Not Required OPT-IN SHELL
Manager Far East
200 Grahaeme Henderson Vice President Shipping Shell Marine UK [email protected] Not Required OPT-IN SHELL
201 Gawain Langford Gumusut Offshore Construction Shell Marine UK [email protected] Not Required OPT-IN SHELL
manager
202 Chui Hing Cheung Marine Technical Advisor Shell Marine UK [email protected] Not Required OPT-IN SHELL
203 Mark Pellow Logistics manager Shell Marine UK [email protected] [email protected] Not Required OPT-IN SHELL
204 Philip Choi President Shell Marine UK [email protected] Not Required OPT-IN SHELL
205 Ee Poh-Ling Operations manager Shell Marine UK [email protected] Not Required OPT-IN SHELL
206 Yap Tzee Khong Supply Operations manager Shell Marine UK [email protected] Not Required OPT-IN SHELL
207 Lee Tsu Yang Chairman Shell Marine UK [email protected] Not Required OPT-IN SHELL
208 Vivek Sharma Team Leader Ship Quality Shell Marine UK Singapore [email protected] Not Required OPT-IN SHELL
Assurance East
209 Leong Wei-Hung GM S&D SIN/MAL/INDO Shell Marine UK [email protected] Not Required OPT-IN SHELL
210 Zenon D-Souza QHSSE Coordinator Marine Incident Shell Marine UK Singapore [email protected] Not Required OPT-IN SHELL
manager
211 Ed Barsingerhorn Shell Marine UK Netherlands [email protected] not required OPT-IN SHELL
212 Katherine Trauth Shell Marine UK USA [email protected] not required OPT-IN SHELL
213 B Horsburgh General Manager Europe and Africa Shell Marine UK Netherlands [email protected] not required OPT-IN SHELL

214 Jerry Crooks Shell Marine UK USA [email protected] not required OPT-IN SHELL
215 Tim Down General Manager Shipping and Shell Marine UK UK [email protected] not required OPT-IN SHELL
Maritime Americas
216 Kelly White Shell Marine UK USA [email protected] not required OPT-IN SHELL
217 Steve Barber Manager Global Ship Quality Shell Marine UK London [email protected] SHELL BUDDY GROUP 2 - not required OPT-IN SHELL
Assurance CREATE SAFETY AS
UNIFIED CULTURE
218 Ginny McCloy Freight Team Leader Shell Marine UK [email protected] SHELL BUDDY GROUP 3 - Not Required OPT-IN SHELL
SAFETY CRITERIA IN
BUSINESS EVALUATION
219 Clive Blackmore Shell Marine UK [email protected] SHELL BUDDY GROUP 4 - Not Required OPT-IN SHELL
REVAMP TRAINING AND
RETENTION
220 Dai Nguyen HSSE and Quality manager Shell Marine UK [email protected] SHELL BUDDY GROUP 5 - Not Required OPT-IN SHELL
SIMPLIFY PROCESSES
221 John Barton General manager maritime services Shell Marine UK [email protected] SHELL BUDDY GROUP 6 - Not Required OPT-IN SHELL
EXTERNAL PROMOTION
222 John Krousouloudis General Manager Ship Management Shell Marine UK London [email protected] [email protected] SHELL BUDDY GROUP 7 - not required OPT-IN SHELL
GLOBAL SHARING
223 Yoshihiro Goto Director Shin Nihon Kentei Kyokai Japan [email protected] [email protected] YES, NO. 077 OPT-IN 1 SIN
224 Raymond Ambrose Managing Director Shipload Maritime Singapore [email protected] [email protected] YES, NO. 152, 040 OPT-IN 2 SIN
225 Ju Kai Meng Managing Director Sinanju Tankers Singapore [email protected] YES, NO. 030 OPT-IN 1 SIN
226 Jonas Backman Sirius Shipping [email protected] [email protected] AMS
227 Kelly Kim Chief Executive Officer SK Ship Management Korea [email protected] YES, NO. 203, 046 OPT-IN 2 SIN
228 Simon Duncan Skaugen Petrotrans USA [email protected] [email protected] YES, NO. 186 OPT-IN 1 HOU
229 P Maclons Smit [email protected] Due 22nd Dec 2013 OPT-IN AMS
230 Terry Leisegang SHEQ Manager SMIT Amandla Marine SOUTH [email protected] YES, NO. 068, 067, 066 OPT-IN 3 AMS
AFRICA
231 Goon Scheres Manager Region Africa and BRESA Smit Lamnalco Not Required OPT-OUT SIN

232 Daniel Bozzoni Managing Director Socatra FRANCE [email protected] YES, NO. 168, 069 OPT-IN 2 AMS
233 Mathew Alexander Director Southern Shipping Singapore [email protected] YES, NO. 028 OPT-IN 1 SIN
234 Ian Law Managing Director SPT Marine Services Ltd UK [email protected] [email protected] OPT-IN AMS
235 Francis Chin Chief Operating Officer Stellar Shipmanagement Singapore [email protected] YES, NO. 062 OPT-IN 1 SIN
236 David Stanley Executive VP Northern Marine Management USA USA already participating with shell not required OPT-OUT HOU
directly
237 Otto Klohs Stetra Germany [email protected] [email protected] AMS
238 H Fering Stolt Norway [email protected] [email protected] Due by 21ST Nov 2013 OPT-IN AMS
239 W Humphreys Business Director Stolt USA [email protected] OPT-IN HOU
240 Max Pierson General Manager Stolt Shipping Singapore [email protected] YES, No. 086 OPT-IN 1 SIN
241 Kim jang Kil Executive Vice President STX Marine Service Korea [email protected] [email protected] YES, No. 213, 174, 013 OPT-IN 3 SIN
242 Bernard Tan Svitzer Singapore [email protected] YES, No. 083 OPT-IN 1 SIN
243 Robert Uggla Svitzer Denmark not required OPT-OUT AMS
244 Rene E Santos Vice President Swan Shipping Srvices Manila [email protected] YES, NO. 031 OPT-IN 1 SIN
245 Per Swedia Sweden [email protected] AMS
246 Hj Mohd Bayzuire Har Managing Director Swiber NOT REQUIRED OPT-OUT SIN
247 Pierre Delataille Fleet Safety Manager, CSO Swire Pacific Offshore Singapore [email protected] [email protected] YES, NO. 020, 019 OPT-IN 2 SIN
248 Subbiah Namasivayam Synergy maritime Chennai [email protected] YES, NO. 196, 195, 045 OPT-IN 3 SIN
 0 First Name Last Name Designation Company Location Email 01 Email 02 Remarks ENTRY SUBMITTED OPT-IN / 217 Group
OPT-OUT

249 Tino Brasz Tank Match Netherlands not required OPT-OUT AMS
250 Nadim Prasad General manager Tanker pacific Management Singapore [email protected] YES, No. 150, 014 OPT-IN 2 SIN
Singapore Pte Ltd
251 T Orkel Tarbit Sweden [email protected] [email protected] Yes, No. 131, 130, 129 OPT-IN 3 AMS
252 Vinay Patwardhan Director, Group Planning and TCC Group Hongkong Hongkong [email protected] TEAM LEAD GROUP 2 - YES, No. 012 OPT-IN 1 SIN
Development SAFETY AS UNIFIED
253 A X Apolytos TCSM Greece [email protected] AMS
254 David Parmeter Managing Director Teekay Shipping Australia [email protected] [email protected] YES, NO. 116 & 047 OPT-IN 2 SIN
255 Steffen Tunge Chief Operating Officer Thome Ship Management Singapore [email protected] [email protected] YES, No. 200, 199, 198, OPT-IN 9 SIN
197, 192, 191, 102, 096,
006
256 Gerry Kehoe SVP Operations (India, M.East, Tidewater Singapore [email protected] [email protected] YES, No. 202, 041 OPT-IN 2 SIN
Med)
257 Bill Collins Director, Environment, Health, Tidewater USA [email protected] [email protected] YES, NO. 142 OPT-IN 1 HOU
Safety and Sacurity
258 Martin Hislop General Manager Ops Tokyo Marine UK United [email protected] OPT-IN AMS
Kingdom
259 Kai Bjorkelund Transpetrol Norway [email protected] YES, No. 141, 140 OPT-IN 2 AMS
260 Armada Trendco Netherlands [email protected] AMS
261 Eugene Mayne Group Chief Executive Tristar Dubai [email protected] [email protected] YES, NO. 167, 065 OPT-IN 2 SIN
262 Vicky Tan Tropical Shipping and Transport Singapore [email protected] YES, NO. 034 OPT-IN 1 SIN
263 Anders J. Mikkelsen HSQE Uni Chartering and Uni Tankers [email protected] [email protected] Yes, No. 162, 151, 123, OPT-IN 7 AMS
120, 119, 118, 117,
264 C Mooy Unibarge [email protected] AMS
265 Juiee Shirley Lim General Manager United Maritime Pte Ltd. Singapore not required OPT-OUT SIN
266 Peter Helm Marine Director Univan Ship Management Hkg Hongkong [email protected] YES, NO. 033 OPT-IN 1 SIN
267 Koji Yamada Managing Director Unix Line Singapore [email protected] YES, NO. 157, 051 OPT-IN 2 SIN
268 Taizo Komatsu Executive managing Officer Uyeno Japan [email protected] YES, No. 075 OPT-IN 1 SIN
269 Satnam Singh Managing Director V Ships Singapore [email protected] YES, NO. 018 OPT-IN 1 SIN
270 Matt Dunlop V Ships Glasgow sorting out details with Ed not required OPT-OUT AMS
Barsingerhorn
271 Neil Mcneil V Ships USA Miami [email protected] [email protected] OPT-IN HOU
272 David Koo Chief Operating Officer / Director Valles Fleet Management Singapore [email protected] [email protected] YES, NO. 091 OPT-IN 1 SIN
273 Riu Liucci Vane Brothers USA [email protected] HOU
274 Rommel C Paderon Vice President Operations Via Marine Shipping Services Manila not required OPT-OUT SIN
275 Gisele Victrol Belgium [email protected] AMS
276 Christian Berg Viking Supply USA [email protected] [email protected] YES, No. 165 OPT-IN 1 HOU
277 Herman Goossens General Manager Vinotra Netherlands [email protected] [email protected] OPT-IN AMS
278 Eric Hofmeester Vroon Netherlands [email protected] [email protected] YES, No. 211, 210 OPT-IN 2 AMS
m t.com
279 Wim van Putten QSHE Manager VT Group (Verenigde Tankrederij Rotterdam not required OPT-OUT AMS
280 N Groenewold VTR Netherlands [email protected] AMS
281 Deepak Honawar Director Wallem Shipmanagement Hongkong [email protected] YES, NO. 017 OPT-IN 1 SIN
282 Torbjoem J Aaker Regional Manager Wilhelmsen Shipping Services Singapore not required OPT-OUT SIN
283 Christopher Kirton Managing Director World Tankers Shipmanagement Singapore not required OPT-OUT SIN
Pte. Ltd.
284 Zein Ismail General Manager ZAF International Dubai [email protected] not required OPT-OUT AMS

0 First Name Last Name Designation Company Location Email 01 Email 02 Remarks ENTR

120 PARTICIPANTS OPT-IN OPT-OUT UNDECIDED SUBMISSIONS TOP SUBMITTERS No of Submissions

AMS 98 32 9 57 34 Green Wave Shipping Spore 18
HOU 47 28 7 12 12 Fleet Ship Management HKG 17
SIN 102 78 0 24 0 165 Thome Ship Management Spore 9
100
SHELL 37 37 0 0 6 Uni Chartering and Tankers 7
284 175 2440 69 217 Shell Marine UK 6
Oman Shipping Co. 5
Crowley Corporation USA 4
80
MMS Tokyo 4
57 UNDECIDED Prisco Singapore 4
Histria Romania 4
60 OPT-OUT
OPT-IN
12 78
40 9 0
7

20 32 37
28

AMS HOU SIN SHELL

 OPT-IN MEMBERS NO. OF SUBMISSIONS
TOTAL PARTICIPANTS

6
37 32 34
37

98 AMS AMS
AMS
HOU HOU
12 HOU
SIN 28 SIN SIN
SHELL SHELL SHELL
102

47 78 165

TOP SUBMITTERS TO GLOBAL SHARING FORUM

No of Submissions
20

18
18
17
16

14

12

10
9
8
7
6
6
5
4 4 4 4
4

RY SUBMITTED OPT-IN / 217 Group

OPT-OUT
 A SURVEY WAS CARRIED OUT WITH ALL PARTICIPANTS OF GLOBAL SHARING FORUM CONCERNING THE
IMPLEMENTATION AND EFFECTIVENESS OF STOP CARD / BEHAVIOUR BASED SAFETY SYSTEMS ONBOARD.
THE RESULTS OF SURVEY IS REPRODUCED HERE FOR INFORMATION. THANK YOU ALL FOR YOUR FEEDBACK.
BBS Survey External feedback updated:
10/23/2013 10:15
Note: The full survey is available by visiting the
Companies invited to participate in the website www.surveymonkey.com. Please let
150 msg sent to 150 companies worldwide
Survey me know if you need the login ID and
password for this survey.
Companies responded so far 50 as on 22nd October 2013.
Anglo Estern Singapore, Anthony Veder
Netherlands, Chouest USA, DL Shipping Korea,
Names of some of companies responded so
Interorient Cyprus, MOL Tankship Singapore,
far
Prisco Singapore, SK Shipping Korea, Teekay
Australia, Vroon Breskens Netherlands.

SURVEY QUESTIONS No. REMARKS 40

1 - Do you folow BBS 30
Yes 34 including 5 in initial stages 20
10
No 16 Have alternate systems or nothing yet in place 0
Skipped question 0 Yes No Skipped
question

2 - If not, do you intend to follow within

Q1 - do you follow BBS etc?
6 months 5 Already in initial stages of BBS 6.5
1 year 6 6
Have alternate system like DuPonts STOP
5.5
CARD, BP's ADVANCED SAFETY AUDITS, IRIS
Never 12 5
Online reporting system Engage your brain,
4.5
etc.
6 months 1 year
Skipped question 27
Q2 - If not, when do you intend start?
3 - How often is BBS done -
15
daily 11
weekly 1 10
every job 13 5
DuPont system is reporting at any time with
as needed 12 0
no fixed duration / interval
daily weekly every job as needed
Skipped question 13
Q3 - How often is BBS done on yr ships?
4 - Are juniors participating in BBS 50
Yes 39
No. 1
0
Not Applicable 7
Yes No.
Skipped question 3
Q4 - Are juniors participating in BBS?
5 - Manhours allocated to BBS systems 30
>6 hrs/wk 5
20
6-12 hrs/wk 4
10
Var. 27
Not Applicable 10 0
>6 hrs/wk 6-12 hrs/wk Var.
Skipped question 4

Q5 - How many hours /week spent for BBS?

6 - How many reports per month are 20
generated by BBS 15
> 25 5
10
< 25 13
5
Var. 17
Not Applicable 12 0
> 25 < 25 Var.
Skipped question 3

Q6 - How many reports generated / month

7 - Has BBS increased safety in your
40
organisation
30
YES 29
20
No. 1
10
Not sure 7
Not applicable 10 0
YES No. Not sure
Skipped question 3
Q7 - Has BBS improved safety in your org.
8 - Any other comments -
aa) We receive over 100,00 BBS evaluations per year. Hard to determine whether specifically BBS or
combination of MS that reduces incidents
bb) We have had a reduction of 448 days free of TRCF (total recordable case frequency)

cc) We have been doing BBS for the last 10 years

dd) Increased stop cards reduced the number of incidents

ee) Before BBS Stop Cards and Near Misses were evaluated together, now if is done seperately in our
company.

ff) Also due to close regulation of Rest Hours, the fatigue is less and number of incidents has reduced.

gg) BBS creates inter departmental conflicts and tensions between subordinates

hh) DuPont approach is continuously monitoring unsafe behaviour with no pre-defined reporting
interval
ii) IRIS sustem we follow is an On-line reorting system where every crew member has Internet access
and they are free to report confidentially anytime for anyone.
jj) We have TAS system (Thinking About Safety) which has positive impact

kk) We folow BP based Advanced Safety Audits which due to recent increase of fleet size and crew
numbers will take longer to establish the benefits
ll) Master's involvement and support is critical. Cultural perceptions affect program realisation. Program
should not increase paperwork.
mm) We have provided stop cards to all our sea farers in 2011 and since then our KPI on incidents has
improved a lot
nn) We intend to implement BBS / Stop card system in the near future and will be monitoring the
effectiveness once fully implemented.

oo) Reduced Injury Incidents observed

pp) We are sending our Suptds for BBS courses to enhance their knowledge on BBS.

qq) The number of incident reports reduced 6 months after BBS was implemented onboard.

rr) The reduction is positive, active SWA program is evidence

ss) Our LTIF (Lost Time Injury Frequency) reduced by 57%, Near Miss / Hazard reporting increased 8
times, Navigation Incidents reduced by 60%
tt) STOP card system is in place for over 10 years and we have an incentive scheme where each ship
received 3 best cards, a cash incentive.

uu) The effectiveness of BBS can be seen by the reduction of number of incidents

vv) BBS effectiveness is measured by the number of unsafe acts reported by vessel and further
reinforced by company Safety rules.

DUPONT HAS AN EXCELLENT TRAINING RESOUCE FOR THOSE PARTICIPANTS WISHING TO IMPLEMENT
BEHAVIOUR BASED SAFETY SYSTEMS WITHIN THEIR ORGANISATIONS. PLEASE VISIT THEIR WEBSITE
DIRECTLY FOR SOME EXCELLENT MATERIAL AND SLIDES, WHICH CAN BE PREVIEWED FREE OF COST.
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